Analysis Of Reasons How Viacom Beats Out Their Competition
Viacom is home to premier worldwide media brands that create interesting entertainment content - including television programs, motion pictures, short-form content, games, (related to people who use a product or service) products, (sets of audio/video files), live events, aand social media experiences - for audiences in more than180 countries on different (raised, flat supporting surfaces) and devices.
Viacom uses the ten Critical Decisions of Operations Management to help the company grow and become better. These are six of the ten that Viacom used/uses. The first one is design of goods and services. In 1987, MTV launched its first across the ocean channel in Europe, which was a single feed consisting of American music programming hosted by English speaking artists. MTV soon discovered that while American music was popular in Europe, it could not offset differences in language and culture and an obvious preference for local artists. (related to Europe)broadcasters, however, quickly understood the importance of MTV as a new programming idea.
They soon changed for improvement MTV programming format and began broadcasting music videos in different languages throughout the whole of Europe. This, in turn, very much affected MTV's (related to managing money) performance in Europe. In 1995, MTV was able to capture and control the power of digital satellite communications in order to create (related to a large area) and (only happening or existing in one small place) programming. MTV 's international programming drew upon the talent, language and cultural themes from only happening or existing in one small place areas which was then fed by satellite into that same land area. About 70% of MTV's content is created locally with an attempt to offer continuously new program offerings. The move/change in programming importance and focus has made it easier and more money-making for MTV to sell advertising airtime overseas, given that most advertising needs and budgets of companies tend to be more local than international. This shows that when Viacom offered their goods and services across the ocean it was a hit and made them huge overseas. Another one is Viacom location strategy. Viacom headquarter is located in New York City. Since Viacom is all based on television and streaming so the headquarter isn't the most important thing but in New York all the other companies that also have the same kinda products are near. But since Viacom has purchased other companies they are all over the place.
The third one is quality management. The way Viacom implements quality management is that Viacom continues to try new things with new ideas or that they buy a company that has new tech that can help them improve with quality with the tech age that we are in. Today's Viacom is many people would say the most highly (many different kinds of people or things) TNMC in the world with business interests in radio and television broadcasting, cabletelevision, film entertainment, video rentals and sales, publishing, outdoor advertising, and fun places (with roller coasters, etc. ). Redstone's competitive gut feeling has been guided by a steady belief that "content is king, " an expression he created many years ago that speaks to the (basic, built-in, important qualities/scent) of Viacom's reach.
The fourth one is human resources. Viacom has multiple ways you could contact them if you need to talk to someone from the company. They used from social media to the website to phones you can contact someone from Viacom. That helps improve how customers get into contact with them and it looks better that people can contact them multiple ways.
The fifth one is that Viacom unrolled its Content Distribution Suite for Linear and Non-Linear (raised, flat supporting surfaces) to secure it could meet the demands of new distribution (raised, flat supporting surfaces) like Netflix and Hulu. Viacom content needed to be easily available for multi channel, multi platform, worldwide distribution. To do this, Viacom's technology department had to quickly move away from its traditional manual workflows and tape-based processing and improve its existing technologies to support a (having different things working together as one unit) end-to-end content supply chain. Content is king at Viacom, and technology plays a very important role in the company's ability to create, distribute and make money from it. By Delivering the right services and a much-improved organization for Viacom's about 170 networks of web sites, TV shows, and magazines which reach more than 600 million worldwide subscribers in 160 countries and (and areas owned or controlled by someone through television, film, online and mobile basic technologies that run a computer. This shows that Viacom uses supply chain to help role things out.
At Viacom there mission statement is: Viacom's goal is to be the world’s leading, branded entertainment company across television, motion pictures and digital media platforms. We focus on our consumers, enhancing our existing brands, developing new brands and executing on our multi-platform strategy to reach this objective and sustain growth. By capitalizing on our creative strengths and deepening our relationships with audiences, advertisers, distribution affiliates, talent and licensees, Viacom is positioned to achieve continued or greater global success.
One of the way Viacom can acholphis their goal is: Over the past year, a seven-person data science team in Viacom's ad sales group has been building a pipeline to collect near-real-time information about how its social media posts (sing, dance, act, etc. , in front of people). This way, the entertainment giant can (describe a possible future event) how many social posts it will need to reach audience goals and what kinds of posts to use in each (series of actions to reach a goal). Using the product, Viacom set performance test results for different kinds of social media posts by (raised, flat supporting surface) and all its brands, which include Nickelodeon, MTV and Comedy Central.
Viacom figures out the worth, amount, or quality of everything from labeled content (series of actions to reach goals) toposts designed to drive tune-ins to tentpole shows like MTV's Video Music Awards with the test results. The data pipeline, which pulls information from social (raised, flat supporting surfaces)sometimes as often as every five minutes, is also designed to give Viacom's departments easy access to the data. Viacom operates social handles for everything from its channels to its shows to the individual characters in them, like SpongeBob SquarePants. It runs over 400 YouTubechannels, 430 Facebook pages, 60 Instagram handles and 100 Twitter handles. Viacom publishes hundreds of times per day on each, except for YouTube. The Pipeline has already helped dig up (understandings of deep things) that inform Viacom's (series of actions to reach goals). For example, the company uses the technology to control when to use influencers to drive content. The technology can tell within eight hours of apost's (book, magazine, etc. ) whether it will (do as expected) well relative to its expected results. The second way is to increase their vendor pool.
Viacom's goal is to form long-term, very interesting partnerships with each organization, highlighting for their members the company's sustained loyalty to many different kinds of people or things. Building such a network also creates an echo effect, a sort of streetcred where partner companies validate Viacom's commitment not just to many different kinds of people or things, but to supporting the small businesses that most of these operations are. Viacom is also coordinating with its peers to identify minority-owned businesses. Last year, Viacom co-hosted a networking event with Disney, Time Warner, CBS, NBC and others, during which minority-owned vendors could meet representatives of many large companies at once. One initial contract with a major corporation can be the helping force for extreme growth. "The whole purpose behind vendor many different kinds of people or things is to help put a seat at the table for the new, new and interesting company who deserves a fair shot, " said Jonathan Lovitz a senior vice president and former director for NGLCC New York (and also a former Logo personality). "Our partners at all of our organizations that fight for many different kinds of people or things-owned companies can each point to the day everything changed for a small business because they earned a chance to be seen by an including everything industry leader like Viacom. " Take, for example, Jax Media, a New York City-based, minority-owned production shop. The company turned a single off-the-air Comedy Central Presentation ten years ago into the production of multiple series for the network, including hit series Broad City. The company also produces TV Land's Younger and has worked together with MTV and Most important Network.
The last one is Viacom keeps buying companies that help with their brand to help them go towards their goal of becoming the world’s leading media brand. Viacom has been buying and taking ownership of many brands for example: MTV, Paramount pictures, Comedy Central, BET Network and many more. With Viacom owning these assets it helps them continue to their goal. The way Viacom keeps on growing and beating their competition is that they use many different things. The first thing they use is social media. They are a big as they have multiple accounts on different things that they can promote and listen to problems.
Another way that Viacom beats their competition is that they keep getting more vendors that help the brand grow as so does the vender. This helps both groups as they get more people seeing their content and it helps the vendor with exposure and growth. The last way they beat their competition is that they buy companies or they get a chunk of it and they can use resources from them to help grow and improve and pass the competition and or buy the competition out.
